Behind CA's Budget FY 13-14

Introduction

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To: The Columbia Association Board of Directors
From: Phil Nelson, President/CEO
Subject: 2013-2104 Budget Planning Element
Date: January 5, 2012

Staff is pleased to present Volumes I and II of the two-year budget for fiscal years 2013 and 2014. Volume I is the Planning Element of the budget and is based on four platforms of sustainability. The platforms are: Economic; Societal, external and internal; Environmental; and, Relational, again, both external and internal.

Volume I will provide a policy basis and will be divided into two parts. The first section of Volume I will be an interactive element that provides readers with graphic and pictorial connections to the various functions that CA performs. The second part will show the Board Strategic Plan policy documents that are the basis for budget formulation.

Instead of providing page after page of written content, the first section of Volume I will utilize technology to show annual charge payers and users of CA programs and facilities with graphic detail what CA offers, and what they get for their annual investment or their program charges and fees. Since most people are visual, the plan is to provide either pictures or videos or data tables of what CA does to show the level of service of each function and to show how the money that residents and program users pay is used to add value to life and/or property.

The second section of Volume I will reiterate CA’s Strategic Plan and include: Vision and Mission Statement, organizational strategic goals, a listing of CA’s Key Strategic Issues and the Strategic Sketches for those key issues. Volume II contains the supporting documentation and lists the budget totals for each function of CA.

There are many elements to being a complete community. Safety and other services such as infrastructure construction and maintenance are the responsibility of Howard County.

When Columbia was founded, much of the quality of life functions were built in. Each Village was constructed to provide retail and services to people living in the Villages. The concept was developed to provide a different atmosphere away from the larger metropolitan areas. Obviously, the zeitgeist was perfect for the place in time as Columbia flourished and transformed into the style and spirit of today. These principles also act as the completion of the equation that makes Columbia a complete community. However when one looks at the benefits or ills of societal or resource change the outlook for Columbia and the Columbia Association could very well be based on significant changes in demographics and the supply of natural resources.

Elements of a Complete Community

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Please click on the image below for its larger version, which is easier to read

Sustainability Elements Within Our Current Capabilities

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Basis for Construction of the Budget

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This budget is one of the primary policy documents that the Columbia Association Board of Directors utilizes to prepare the organization for the future.

In general, budgets are based on many salient points to ensure that CA has adequate means to provide services that Columbia residents and CA customers have come to expect.

Included in those points are:

Adequate income to cover all expenses
Expenses that reflect customer wants and that add value to life and property
Expenditures that keep facilities in the condition that customers expect
Communications that show residents and customers what they get for their investment
That the CA Board of Directors and Staff are making judicious decisions in the best interests of residents and customers
That CA is doing its part to support sustainability platforms, especially by reducing our carbon footprint
Those that provide maintenance, programming and project leadership are fairly compensated
CA has investigated grant and partnership opportunities that reduce normal budget expenditures
Capital expenditures are balanced and within CA’s financial capacities and capabilities so as to eliminate robbing Peter to pay Paul practices

The primary practice for budgets is that once the policy making body makes a determination of the levels of funding that are needed to operate the organization, it is then up to staff to implement the budget document.

Implementation revolves around many factors, the most important of which include:

Safe and secure facilities that offer what customers want
Careful and constant stewardship and monitoring of funds to ensure that income covers expenses
Decisions as to the use of funds hold the community and customers safe from liability
Planning for the future that is based on:
- Relevant trends
- Community demographics
- Infrastructure aging & conditions
- Community focus
- Potential economic trends
- Natural resource supply and demand
- Mobility trends
- Housing trends and needs
- Individual and group lifestyles
How all of these elements impact the way that CA does business

CA has built all four of the primary elements of the budget-- the Planning Element, the Strategic Planning document, the Operating Budget, and the Capital Budget based on the Board’s Goals and Objectives. The documents are intended to build the foundation for the pathway to the future. However, times will change.

SOCIETAL SUSTAINABILITY

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CA facilities and programs accommodate over 3.5 million visits per year. Granted these are repeat users, but the simple fact that about 30,000 memberships generate 3.5 million visits is fairly impressive.

With the computer age, changing lifestyles, and all of the electronic connectivity devices now available, there is a growing epidemic of obesity and related diseases. The number of adults and children suffering from high blood pressure, diabetes, and heart problems continues to increase on an annual basis.

The Board and staff keep a watchful eye on membership totals as well as users at the various CA venues. While CA has a representative number of memberships and programs that are usually well attended, there are very few metrics to determine if CA programs and services are making a difference.

Health and Wellness Initiatives - Do Our Programs Make a Difference?

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In 2011, the president moved an existing staff position to the position of Community Health Sustainability Director.

The new position will work with the medical community to develop metrics to determine the impacts of CA programs on community health. While exact calculations cannot be made, CA can use the current numbers to provide a baseline for future comparisons. The primary reason to develop metrics is to gather credible evidence that CA is or is not adding value to life through program offerings.

CA is also working with the medical community to offer programs that provide more than just physical exercise. Program offerings are now more focused on dietary and behavioral understanding as well as getting more exercise.

Click here to watch a video on CA fitness programs; Fit Beginnings and Optimal Health

Primary Focus Points:

Health and Wellness programs
School age programs
Expansion of personal fitness programs
Behavioral modification programs

Legislative Advocacy in Terms of Environmental and Transportation Options

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Given the size of Columbia and the amount of county and state taxes generated by CA residents, CA is in a position to be a significant advocate for Columbia residents in working with Howard County and State of Maryland legislation.

Two of the primary issues on which CA can have great impact with county and state delegates are in the areas of environmental and transit legislation.

The video in this post provides a brief explanation of Master Planning and how it can be used to better prepare for the future

CA is working with the local financial community in setting up the “Here Comes the Sun” alternative energy program. While CA does not have a significant financial commitment in the program, CA has been and will continue to be a strong advocate in working with private business to set up loan programs and in working with the legislative branches of government to include tax credits for property owners wanting to install alternative energy devices for their homes and businesses.

CA is also working to retrofit its own facilities with alternative energy sources and energy saving equipment. Additionally, CA is buying energy saving vehicles and equipment and as stated earlier, will begin working to make sure that CA vendors are environmentally conscious.

CA could also use its influence in working with legislators to encourage more forms of mass transit to serve Columbia. Higher demand for energy will result in higher prices at the pump. Increasing prices will create the need for more varied forms of transit. CA should be one of the strongest advocates for mass transit and in demonstrating to major providers in the area the benefits of extending mass transit to Columbia.

While not a form of energy supply, the ability to master plan any redevelopment of Columbia could play a major role in energy conservation. CA could use its pathway system to provide more connectivity with the Village Centers and for more commuter traffic as well. Master planning can also help to bring focus to decisions as to the types and uses that could be placed in Village Centers to serve the most people.

Primary Focus Points:

Working with Village Boards regarding master planning concepts
Master planning for CA facilities to reduce energy usage
Partnering with Howard County and private transit companies and the development community to master plan and advocate for more mass transit modes to serve Columbia and the surrounding environment

Enhancing Columbia's Quality of Life Footprint

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Columbia has achieved a great deal of public acknowledgement in terms of quality of life. In 2011, Columbia received recognition as the second most livable community in the United States by Money Magazine.

There are many different elements involved in a community earning such a high rating. Public safety, transportation, good retail, housing, excellent schools and many other basic factors are critical to a community receiving the accolades that Columbia has achieved. Other elements such as quality of life functions including recreational facilities, the physical condition of the people in a community, and the old basic, “something to do” venues are also critical to a community being great, but more importantly staying great.

The video in this post highlights how CA facilities and programs provide key elements in making Columbia the second most livable community in America.

CA provides 23 outdoor swimming pools, three fitness centers, two golf courses, four tennis complexes, a sport and skate-park, summer camp programs, school age services, and many, many more elements that assist in making Columbia a highly livable community.

Primary Focus Points:

Monitor facility usages
Prepare plans that help CA and potential users to understand changes in demographics and lifestyles that could impact CA facilities and programs
Develop partnerships with public and private agencies to develop planning philosophies that focus on what’s needed and what could make Columbia even more attractive in the future
Develop venues that capture community experience and knowledge to help create the future for Columbia

Workforce Satisfaction

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One of the most overlooked factors in considering quality of life is the satisfaction of CA’s workforce. Over the course of the year, CA can employ as many as 1,500 full and part-time and seasonal team members. Many of these team members are the first point of contact for program and facility users and have the responsibility of providing a good experience for CA’s customers.

In order to ensure that our Team Members make a good first impression, CA is investing a great deal of energy into development of CA’s Team Members. Many different training and educational programs have been developed to show our team members how they fit into the organization and how they play a huge role in helping staff meet the goals of the Board as well as meeting the expectations of the community.

The video in this post provides a brief explanation of some team member training programs and the Service Bureau work team process.
The organization has also moved to the Service Bureau concept where team members from each of the Service Bureaus are asked to participate in work team settings to provide as much varied input into reaching solutions as is possible. Additionally, residents are also asked to participate on work teams so when the Board makes a final decision, there will be more of a sense of community ownership in the decision making process.

Primary Focus Points:

Continued customer service training and education
Continued inclusion of residents in the work team process

Social Interaction Facilitation

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Columbia was built on the basic premise of providing a better quality of life. One of the tenets of that philosophy is to provide community places where people can meet and talk, opine on community and other issues, and share feelings.

Over the course of the years, many things have changed. Some of the Villages are seeing significant changes in the business makeup of their centers. With the introduction of big box centers located on the edge of the community, people need to drive to reach those big box areas and fewer people are using the Village Centers to meet their shopping needs.The redevelopment of Town Center will bring about more mixed uses of land including a planned one million square feet of retail, five million square feet of office, and about 5,500 new high density dwelling units. A 640 room hotel is also planned for the revitalized Town Center.

The video in this post describes how CA will develop more dynamic avenues for two-way public communication.

Based on the adopted General Plan Amendment for the Town Center area, CA is likely to be the primary provider of open space and social gathering places. The CA Board of Directors has made the development of Symphony Woods Park, and the Lakefront and plaza areas on Lake Kittamaqundi high priorities. Both projects will be in the category 1 classification of Capital Improvement Projects over the next five years.

The coming years will see a greater needs for community input as the face of Columbia and the Columbia Association will no doubt change very significantly. Columbia will continue to age, household size and makeup will continue to decrease, and the number of households with children will diminish rather drastically. The Census Bureau has indicated that by 2035, about 86% of all households will be childless.

Electric connectivity has now taken a greater role in how people interact. Many people now use social media to communicate, stay in touch with friends, and to voice opinions on public matters. CA joined the Facebook rush and maintains an active page giving people a platform for comments and input on CA programs. CA has also entered the world of Twitter, and has launched a television network on YouTube.

With these rather drastic changes on the near-time horizon, CA needs to expand the avenues for two-way communication. While there is a need to provide program, facility and some community information to our residents and facility/program users, there is an even greater responsibility to facilitate two-way communication with our community and those who use our facilities and programs.

Primary Focus Points:

Focus groups
Public work team involvement
Working with Villages to recreate people places
Master planning for people venues in new development areas
Continuing to provide focus and resources for Symphony Woods and the lakefront/plaza area

Community Building Programs

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2011 saw the advent of a Speaker’s Bureau Series through the Community Building/Sustainability Service Bureau. The Speaker’s Series featured experts on retail/commercial development, increasing usage of bicycles and pedestrian ways, and walkable communities. All of the speakers were well received and provided a great deal of food for thought about different types of land uses and moving from fossil fuel based travel to alternative means of transport such as walking or biking.

As stated many times, the physical face of Columbia along with normal population and demographic characteristics in Columbia will change significantly. Change is hard to accept for a great many people even in the most subtle of forms. Therefore, it is important that CA continue to offer community building functions that provide information and the basis for the beginning of change in the community.

The video in this post provides information concerning the need to expand community-building programs.
CA partnered with the Howard Hughes Corporation and the Villages to bring speakers to the community who could speak of change and the need to plan. These partnerships should continue so that the residents of Columbia can better understand how their lives might change with the future.

Primary Focus Points:

Continue expert speakers series
Community input
Continuing research on area demographics
Monitoring various change factors

“A scholar who loves comfort is not fit to be called a scholar”.
- Confucius, Analects

ENVIRONMENTAL SUSTAINABILITY

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While Columbia is a small spot on the environmental footprint of the region and nation, Columbia is still responsible for a share of impacts on the environment.

Over the course of the year, through its maintenance and operational functions it is estimated that CA emits as much as 18 million pounds of carbon dioxide into the environment. Runoff from paved parking and open space areas places sediment and certain chemicals into waterways in the watershed. Sale of products with packaging, and typical office wastes create raw products that either goes to recycling centers or to landfills.

Mowing and trimming in CA’s 3,500 acres of open space creates other impacts on the environment. Forty-two community buildings also utilize a great deal of energy and roof runoff goes to the storm sewer system or open drainage areas that eventually go to streams lakes and ponds, and then to the Chesapeake Bay.

Energy Master Plan

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In light of the impact of CA on the environment, new emphasis is being placed on how CA can reduce the many elements that make up CA’s carbon footprint.

Over the coming budget cycle, Open Space Management staff will be looking at ways that open space areas can be better used, especially ways that will reduce maintenance costs and environmental liabilities. Ideas such as reducing maintenance in more remote areas, utilizing natural drainage areas as rain gardens, partnering with the County on a community garden concept and many other ideas are being explored. The primary result will be a reduction in fossil fuel to power maintenance equipment and other benefits such as slowing the flow of stormwater, thereby reducing the amount and velocity of sediment moving to streams and lakes.

The video in this post introduces possible programs that would help to reduce CA’s carbon footprint.

Staff proposes to add the position of Energy Manager to the staffing table. Proposed cost of the position, including fringe benefits is estimated at $100,000. The Energy Manager would be responsible for monitoring CA’s energy usage; finding ways that CA can reduce its carbon footprint; developing and implementing the goals of the energy master plan; finding viable renewable energy sources; overseeing CA’s going green efforts, and retrofits of existing buildings to be more energy conscious; and, preparing CA for the future in terms of energy planning, energy usage and implementing new energy related strategies.

CA has very few opportunities to make significant reductions to overall budget line items other than facility or program elimination. By becoming more conscious of energy uses and developing energy options, CA could make substantial headway in not only reducing expenditures, but also in reducing its Carbon Footprint.

New Budget Proposal:

“30%...The reduction in utility costs over four years that a school district in New York has seen since appointing an official energy manager. At one school, the assistant principal roams the hallways and classrooms to root out energy waste.”
- Governing Magazine

If the position helps to reduce CA’s energy consumption by 7.5% the first year, the rate of return on investment could generate about $205,000 in savings.

Primary Focus Points:

Reduction of the use of fossil fuels
Options for uses of CA owned land that will reduce the carbon footprint or that could be beneficial to the organization and/or community
Retrofitting CA owned facilities with energy efficient options

Recycling

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CA has worked over the last few years to implement a more comprehensive recycling program. Over the past 12 months, CA has recycled over 2,010 tons of various materials—but, CA can do better.

As part of the organizational development program, all team members will be educated on the value of recycling and what it can mean to the environment, and how natural resources can be preserved.

The video in this post provides a general idea of CA’s recycling efforts.
All CA facilities have been equipped with various types and ample numbers of recycling receptacles and staff will be well trained regarding the placement and availability of recycling bins. Additionally, a part of staff’s individual performance evaluation will be based on their adherence to the recycling program.

Through purchasing policies, CA will concentrate on buying products that can be recycled, and will conduct research on vendors to ensure that vendors are environmentally conscious. Additionally, new hires, no matter what the status of the position will be asked their feelings on recycling and environmental conservation in general as part of the interview process.

CA will also focus public communications on recycling information, and CA will do more communications using electronic media rather than paper or other materials that reduce natural resources.

Primary Focus Points:

Recycling education for CA team members
Community educational programs
Walking the walk in use of paper products and other natural resources
Make recycling and energy conservation a part of the organizational development and hiring practices of CA

Alternative Energy Sources / Greening

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The Columbia Association has selected Standard Solar to provide options for the installation of a sizable array of solar panels through a negotiated Power Purchase Agreement (PPA). A PPA allows organizations such as the Columbia Association to take advantage of Federal grants for solar installations by entering into contracts with commercial enterprises. Under the terms of a PPA there would be no up front capital costs but CA would enter into a long term agreement to buy the electricity generated from the solar panels at an agreed upon rate for a 20 year period. In essence, CA would trade up front capitalization costs for a long term contract to buy solar energy at an agreed upon rate from a commercial enterprise. The commercial enterprise finances the cost of the solar panels through available federal grants and the income stream generated by the production of electricity. As a non-profit organization CA cannot take advantage of the federal grants and PPA's that were created exactly for organizations like CA.

CA and Standard Solar have looked into a variety of solar panel options including ground mounted arrays, parking lot structures and roof-top systems. Just recently, CA and Standard Solar have concluded that roof-top arrays provide the best opportunity for successful PPA. Within the next 60 days CA hopes to bring forward a PPA that will provide renewable energy, reduces greenhouse emissions and lowers the cost of electricity to the Columbia Association.

The HVAC system at Fairway Hills Golf Course is a geo-thermal system, the first alternative energy conversion on CA property.

CA is also working with vendors of solar energy to develop solar arrays using CA building rooftops, open space fields and the space above the parking lots at CA facilities. Power generated by the solar arrays would go to reducing the amount of power needed to run CA buildings. As soon as approval is given, CA will also start construction on a solar array to serve the River Hill Swimming Pool.

CA is also working with the financial community and local government to initiate the “Here Comes the Sun” program where property owners in Columbia can purchase solar power for their properties. If available, those choosing to install solar panels could also be eligible for tax credits from the State of Maryland and possibly from the federal government.

Primary Focus Points:

Retrofitting CA owned buildings with alternative energy
Assisting property owners to install solar panels on properties funded by the private finance community
Continue to explore ways to reduce CA’s carbon footprint by using remote open space for the production of energy

Watershed Management & Conservation

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CA has made great strides in the preparation of projects that will help to improve the watershed areas in and around Columbia. The Watershed Advisory Committee selected 18 projects that they felt would make a difference in improving stormwater and other flows in streams and tributaries, as well as provide for reduction of sediment that eventually ends up in Columbia lakes and then the Chesapeake Bay.

Many of the projects are now ready for construction after spending what seems like an eternity (to those who want to see progress) in the permitting and design world.The past year saw CA make applications for and receive over $700,000 in grant money to initiate several new programs such as soil testing, and the construction of rain gardens on private property.

The video in this post offers information about how CA will improve Watershed areas in Columbia.CA also continues to work with regulatory agencies to make improvements to stormwater regulations and other legal means to improve water quality and reduce sediment flow.

The Capital Improvements Program includes appropriations of about one million to complete some of the planned watershed improvements, and to get other projects off the drawing board and to the construction phase.

Senior level administrators have received goals for the coming budget and evaluation period that include items such as:

We will reduce energy consumption at CA owned properties by 5% per year over the next 24 months (beginning in May, 2011)
We will increase the amount of recyclable materials generated by CA owned facilities by 10% per year over the next 24 months
We will reduce fossil fuel usage by 3% per year over the next 36 months
We will reduce the amount of open space lands that require maintenance by fossil fuel powered equipment by 10% over the next 5 years
We will reduce the amount of paper used at all CA owned properties and facilities by 25% per year over the next 24 months

Primary Focus Points:

Bringing more planned watershed improvement projects to the construction phase
Working with public and private agencies to ensure that stormwater guidelines are followed
Reducing CA’s carbon footprint by reducing demands on natural resources
Retrofitting CA facilities to be more energy efficient
Developing and distributing information about soil testing and rain garden programs

Community Partnerships

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The Columbia Association is only one link in the chain needed to maintain and improve environmental and ecological systems. There are other entities in Howard County that have the potential to impact our environment on even bigger scales than CA.

Doing the right things for our environment is critical, but everyone has to consider costs, levels of expertise and how improvements impact the economy and quality of life.

To provide examples, as mentioned in the text, CA is investigating sponsorship of a “Here Comes the Sun” alternative energy program. It was recently announced that the County would be sponsoring a program to provide energy audits for residential property owners. A very valid partnership opportunity would be for the County to partner with CA to couple efforts to improve energy efficiency through the audits and to promote the installation of solar panels to reduce energy demand. The partnership not only generates over 119 megawatts of power, but also could provide educational opportunities as well as a basis for research on how solar panels can be even more efficient.

Another example of potential partnerships would be a county program calling for youth to construct rain gardens. As mentioned previously, CA received a rather sizeable grant to construct rain gardens. The best of both worlds would be for the County to partner with CA to utilize grant funds for the installation of rain gardens by people hired by the County.

Primary Focus Points:

Development of partnerships in as many areas that are possible
Couple efforts to save tax and rate payers as much money as is possible as well as enhancing quality of life

Employ Energy Company Logic

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In the overall scheme of things CA uses enough energy that it is imperative that CA have an overall energy strategy. As stated in a publication by Deloitte “Every company is an energy company. This might come as a surprise to many of them. But a decade from now, a company without an “energy and sustainability” department could be as unusual as one without a human resources department. Either that, or it might be out of business.”

While CA is not in the business of directly producing energy, it is in the business of conserving energy, reducing carbon dioxide and other particulate emissions. CA is working to improve processes that use energy so that less energy will be used in the future.

The video in this post provides a brief description of how CA will be thinking in terms of being an energy company.
CA will also address energy issues by asking all team members to find ways of being more energy efficient and to generate new and innovative ways that CA can do more with less in terms of energy.

Primary Focus Points:

Reducing the use of fossil based fuels
Experimenting and researching the use of renewable energy sources for multi-purpose uses
Develop efficiencies through supply chain processes using vendors that are environmentally conscious
Utilize appropriate open space areas for the generation of renewable energy supplies
Retrofit CA owned buildings with energy efficient equipment and strive for LEED certification whenever feasible and affordable

Master Energy Management Plan

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Energy master planning could very well be the difference between success or failure of any company in the future. Experts suggest that the peak of oil production could occur between 2012 and 2018. Energy supplies will also be impacted by the higher energy demands made by emerging economies such as China and India.

Seeing the potential trends, successful companies have to start planning the course for their energy future. Currently, CA is working with local vendors to determine the logical paths to the future. Planning for the construction of solar fields or combinations of solar and wind generated stations are well underway.

The video in this post provides a brief description of how CA is preparing for our energy future.
The future could hold new ways of maintaining or using vacant, little used open space lands. Ideas such as reforestation of lands, using the lands for solar or other forms of energy generation, and planting community gardens could replace current maintenance methods such as mowing or using other fossil fuel based machines.

CA staff will also implement a chain of energy managers throughout the organization who will monitor energy uses and will implement new programs to make all CA team members more energy conscious.

CA has already convened an Innovations Team made up of team members from throughout the organization who will be looking at new ways for CA to prepare for the future. Other teams will be assembled and asked to help plan better ways for CA to do business in the future.

Primary Focus Points:

Develop new maintenance processes
Work with vendors to ensure supply chain credibility
Ensure that team members understand the logic of being more energy conscious
Continue to develop innovations team concepts for meeting the new energy world
Develop the mentality of an energy company to think in terms of energy development, energy conservation, energy education and team member energy

“If you want to make enemies, try to change something.”
- Woodrow Wilson

RELATIONAL SUSTAINABILITY

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There will be many forms of future competition. More than likely, the strongest of these new forms of competition will not come from companies that do the same things or some of the things that CA does and will do.

More than likely, one of CA’s strongest challenges will come in the form of major demographic changes such as an aging population, changes in lifestyles, decreases in housing sizes and development of alternatives to the petroleum based energy supplies.

While it is profoundly important to plan for the apparent changes that the future will bring, it is doubly important that CA embody the very essence of Customer Service. In the future, Customer Service will have to incorporate not just our treatment of customers at a CA facility, but also our ability to adapt our services to future demographic consisting of almost equal numbers of customers in each of the age cohorts.

Programs will have to be increasingly diverse to serve all of the changing age groups and their priorities.

If the price of oil continues to increase, CA might have to diversify how programs and facilities are run and where they are located. Programs might even have to be offered remotely so that as many people as possible can take advantage of the benefits without having to spend a large amount of money going to and from CA facilities.

Primary Focus Points:

Closely monitor demographic and lifestyle changes
Closely monitor the costs of transportation and develop an options plan for mobility of membership holders and users of CA facilities and programs
Develop customer service programs that accommodate changing lifestyles and demographic models
Determine modes of communications to provide information about CA offerings and the different modes of program delivery that CA will have available

Technological Leadership

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CA will have to place itself in a position to be a technology leader in the coming years. People seeking memberships in companies such as CA will want to have fast and efficient electronic access. CA will have to develop the logistics to go from worst to first if CA is to meet the needs of future customers.

People will demand more accessibility to CA databases for program sign up, and information. They will also want to have their thoughts and concerns addressed in the shortest amount of time.CA does a very good job of getting information out to residents and program/facility users, but is somewhat challenged in getting information back from those same groups. In the future it will be an imperative to get feedback from residents and users so that CA can focus program or maintenance functions to give our residents the most value for their money.

In the very near future, CA will not be able to rely on print media for communications. People want instant messaging capabilities and want to better understand what’s happening around them without having to read.

CA will have to be able to get input on program offerings or other related issues and to develop rapid metrics to better understand customer needs. CA will have to employ more spontaneous communications venues that give our customers the ability to voice opinions on programs or customer service or any of the changing needs that CA will have to address on a daily basis.

The latest venue to achieve complete feedback is focused on providing customers spontaneous feedback on how a company is doing in meeting their needs. In order for CA to get a better level of relevant feedback, CA will begin employing the use of more focus groups, mini-surveys, and will expand the use of instant “idea-storm” centers where people can use portable video equipment to give CA ideas on how we can improve our product lines and better meet customer needs.

CA will also kick off a resident academy where groups of annual charge payers and program/facility users will meet over an extended timeframe to find out what CA does and what they get for their investment. Academy participants will get to tour CA facilities, get a better understanding of CA finances and find out how CA uses their resources.

This video provides information on what CA will be doing in the future to improve technological access and better two-way communications

Primary Focus Points:

Build new organizational focus on technology and other innovative ways of improving connectivity with CA annual charge payers and program users
Continue to monitor connectivity modes that are based on changing demographics and lifestyles, especially those changes that are brought about by generational diversity.
Utilize modes of technology such as Geographic Information Systems (GIS) to identify changing demographic status close to CA facilities to determine how changes could impact CA program or service offerings
Utilize GIS to assist in determining age groupings so that flexibility can be built into capital projects.Changing demographics may require CA to change its investment focus to allow changes to coincide with a changing neighborhood

Organizational Development

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Untried and untested axioms such as “We’ve always done it this way”, and “We tried that once and it didn’t work” will become even more irrelevant in the future. The country, region and the state will see some of the most dramatic changes in terms of demographics, lifestyles and the economy that have ever been experienced.

Population data shows an aging population with lifestyle changes that will make about 86% of households childless. People will continue to expect perfection without having to pay an exorbitant price for being perfect. The other element of the equation, people’s perceptions will make or break companies more quickly than ever before.A critical element in how CA addresses these wholesale changes will be its workforce. One of the most critical elements in determining whether CA stays a credible organization will be its ability to meet expectations within acceptable budget parameters. As such, CA team members will not have the luxury of being experts in one particular field.

The video in this post provides a brief explanation of what CA will be working on in terms of organizational development.

Corporate finances will have to be flexible to meet the constant changes in demand for services, and CA team members will also have to be more flexible in order to address the changes that people and other forces will demand.

Organizational training will have to become organizational development. Development will be in the forms of understanding and supporting changing needs. Development will also entail working as teams rather than hiring individuals to do one particular job. Corporations will no longer be able to hire individuals to do a specific job and then find something else for the person to do after the specific job is completed.

CA will implement a true process of cross-training our team members to be able to handle more than one job assignment. If specialists are needed, CA will offer short-term contracts and when the contract is complete, that specialist will not become another spot in the workforce. Instead, CA will start the training process during the specialist’s work for existing staff to take over day-to-day implementation of the work products that are developed as a result of the specialist’s work product.

As mentioned previously, it will become doubly important for CA Team Members to understand their role in the organization and how they are an integral part of CA’s brand. Organizational branding comes from the inside of an organization as well as from the public view of whom and what an organization is or could be.

Primary Focus Points:

Monitoring demographic and lifestyle changes to prepare team members and the organization for change
Staying abreast of new techniques to keep the organization up to speed on change
Utilizing more psychological methods in determining who to put at the table to address organizational and customer needs
Assisting in ways to improve communications outside and within the organization
Developing means of organizational change that can be done using existing team members
Building new thought processes and databanks for putting the right people at the table to address organizational changes and needs

While the items listed as the planning elements in this document don’t carry the same critical nature as rocket science, they do mean a new way of traveling through the realms of change. Changes for organizations such as CA have been subtle in the past, and CA has done a good job in keeping up with the subtle nature of change.

Change in the near future will be much less subtle, and will require organizations like CA to change or be lost. This planning element is the basis for that less than subtle change.

Community Interactivity

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It becomes more apparent with each day that one of the true purposes of Columbia is to include the community in planning and other CA activities. At a recent function entitled “Ignite Columbia,” it became very apparent that the Village Boards are trying very hard to keep the integrity of the original purpose of the plan for Columbia at the forefront of their goals and objectives.

One of the cornerstones of Village efforts is to maintain the natural beauty of the environment and make sure that potential blemishes to the Village are reduced or eliminated.

New Budget Proposal:

It is proposed that the CA Board of Directors add $100,000 to the Communitywide Grant line items that would be placed under the category of Community Aesthetics. This is a three-fold proposal that sets aside $20,000 for Village Beautification projects where a Village could make application for a grant of up to $5,000 that can be used for purposes such as to beautify specific areas; eliminate blighted areas including vacant lots in residential or commercial areas; public art work or other projects that maintain the environment or aesthetics of areas within the Village, or to provide for alternative energy sources. If there are such possibilities, two Villages could do a joint project and could apply for up to $10,000.

A program that has just been implemented calls for the development of “Neighborhood Teams,” comprised of CA Team Member volunteers who give their time and energy to help families or individual who cannot maintain the exterior of their homes or properties to within covenant standards. $5,000 would be set aside to assist families purchase paint or other yard related tools or vegetation to upgrade their properties. The funds could also be used to assist the volunteers purchase yard tools or other items that would make the jobs easier to accomplish. For liability reasons, volunteers would not be acting as agents of CA. All contacts to property owners would be coordinated through the Village Managers.

The remaining $75,000 would be set aside for community art projects such as sculpture or other artwork that would add to the aesthetics of Columbia. Community artworks would be purchased and placed in “public areas” such as Symphony Woods, the Lakefront/Plaza area, or in Village Center locations. A task force of local patrons of the arts and other interested community members would be asked to select art pieces for the community areas and the pieces would be placed in the name of the Columbia Association.

The rate of return on this investment comes in the form of improved quality of life. If the Villages use the money to make aesthetic improvements or to assist in improving a lot or lots in the Village, the investment adds value to property value of adjacent homes or businesses. Volunteer assistance also helps in human factors as well as upgrading neighborhoods.

“Those who expect moments of change to be comfortable and free of conflict have not learned their history”.
- Joan Wallach Scott

ECONOMIC SUSTAINABILITY

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CA provides a number of functions ranging from physical fitness to a Horse Center. CA also provides a variety of services and programs that include: an Art Center, recreational vehicle parking, outdoor and indoor swimming venues, golf courses, tennis complexes, camps, community planning, watershed protection and improvements and many, many other functions.

In order to provide services that people feel are essential to their physical well-being and act as general enhancers of their quality of life, CA has to have a stable economic base.

As stated previously, Volume II of the budget set will deal primarily with the mass of numbers that substantiate how CA services and facilities are financed. This element of the budget will show CA’s investors and users of programs and facilities where the money comes from, where it goes and how CA reinvests in infrastructure and plans for the future.

Stable Income

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Howard County has seen decreases in property values, but nowhere near the extent experienced by other regions of the country. Value of property is the basis for calculating the annual charge that is assessed against both residential and commercial properties. However, there are other categories of income that also help provide the programs and keep CA owned facilities and land in the shape that CA’s annual charge payers and users of CA facilities and programs have come to expect.In order to fund a $60 million dollar budget, CA has to count on many different income sources. The following breakdown shows projected sources of CA revenue is projected in 2013:

(Numbers are in 000’s)

Annual Charge	$ 33,759
Tuition & Enrollment	$ 3,736
Memberships (incl. Package Plans)	$ 17,348
Fees	$ 5,696
Rental Income	$ 1,756
Sales	$ 901
Other Income	$ 288
Total Income	$ 63,484

The video in this post demonstrates how the CA annual charge is calculated.

For Fiscal Year 2014, income is projected as follows:

Annual Charge	$ 34,102
Tuition & Enrollment	$ 3,845
Memberships (incl. Package Plans)	$ 17,805
Fees	$ 5,861
Rental Income	$ 1,809
Sales	$ 926
Other Income	$ 297
Total Income	$ 64,645

Primary Focus Points:

Awareness of the state of the economy
Annual investments in CA owned properties to ensure that properties are safe and usable
Training of CA team members so they fully understand their role in the income stream process and understand the value of each CA dollar
Understanding that there will be significant changes related to the future and preparing a budget document that starts the process of change awareness and management
Annual internal review of fees and other charges to ensure that CA is competitive and that revenue is sufficient to hold the annual charge levies at acceptable levels
Investigating new income sources and grant possibilities

Responsible Expenditures

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Through policy decisions made by the CA Board of Directors, CA staff is charged with operations that include:

CA has fiduciary, legal, and risk management responsibilities to ensure all of its functions are operated as efficiently and as safely as is possible. In order to ensure that the facilities and programs meet people’s expectations CA has to spend a significant amount of money on an ongoing basis.

Over the course of any CA business day, thousands of decisions are made regarding operations, safety issues, and many other factors. Decisions are made by people ranging in age from 18-to-75. In order for these team members to make the best decisions possible, CA offers extensive management training and individual and company development courses.

CA has a training philosophy to ensure that team members understand their organizational and public relations roles; and, that CA strives to meet our annual charge payers and our customer’s expectations each and every time they visit a CA facility or enroll in a CA sponsored program.

CA Leadership is also involved in the budget process, and understands what it takes to keep all of the 42 facilities and all of the programs that take place in or at CA properties running smoothly.

During Fiscal Year 2013, CA team members calculate that it will cost about $59.8 million to run our facilities and programs, and provide the services and programs our community has come to expect.

Primary Focus Points:

Meeting annual charge payers and users of CA programs expectations to the highest extent possible
Providing services that add value to life and property
Developing metrics and benchmarks that will be the basis for future budget decisions and monetary allocations
Getting the best value for each dollar spent
Providing the safest facilities and programs possible
Providing individual and corporate training programs so team members understand their roles in the budget process and to give a level of ownership to CA team members

To provide a breakdown of annual expenditures, staff broke out expenditures related to:

Personnel Services
Commodities
Contractual Services
Indirect Operating Expenses
Non-Operating Expenses

Personnel Services includes the line items:

Salaries and Wages
Annual Performance Incentives
Contract Labor
Payroll Taxes
Employee Benefits

Commodities include:

Cost of Sales
Operating Supplies

Contractual Services include:

Insurance
Fees
Rentals
Taxes
Utilities
Repairs & Maintenance

Indirect Operating Expenses Include

Depreciation
Interest Expenses

Non-Operating Expenses include:

Amounts appropriated to the ten villages
Non-operating contingencies

For 2013, staff has prepared a budget that allocates funding as follows:

Personnel Services	$ 27,105
Commodities	$ 5,547
Contractual Services	$ 14,360
Indirect Opearting Exp.	$ 10,319
Non-Operating	$ 2,783
Total	$ 60,114

Broken down, expenses show Personnel Services comprise 45.08% of the budget, Commodities comprise 9.23% of the budget; Contractual Services comprise 23.89% of the budget; Indirect Operating Expenses comprises 17.17% of the budget; and, Non-Operating Expenses comprise 4.63% of the budget

In actuality, excluding Non-Operating costs of almost $2.8 million, CA performs all operating functions on about $57.33 million, or about 95% of the total expenses programmed for operating all of CA’s functions.

For 2014, staff proposes a budget of $60.8 million that allocates funding as follows:

Personnel Services	$ 27,863
Commodities	$ 5,705
Contractual Services	$ 14,321
Indirect Operating	$ 10,472
Non-Operating	$ 2,864
Total	$ 61,225

Broken down, expenses show that Personnel Services comprise 45.51% of the budget; Commodities comprise 9.32% of the budget; Contractual Services comprise 23.39% of the budget; Indirect Operating expenses comprise 17.10% of the budget; and, Non-Operating expenses comprise 4.68% of the budget.

In actuality, excluding Non-Operating costs of just over $2.8 million, CA performs all operating functions with about $58.361 million, or again, about 95% of the total expenses programmed for operating all of CA’s functions.

Long Term Economic Modeling

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The Chief Financial Officer provides the CA Board of Directors with a 10 year forecast of potential income and expenses. The model uses major assumptions such as: Economic indicators; debt assumptions; revenue assumptions such as the annual charge, membership revenue; expense assumptions including salary, wages and other benefits, operating expenses, contractual expenses, and capital outlay for new construction or remodeling and equipment.

Trends are examined, and each year, all of the categories are reviewed and amended as is necessary. Economic Modeling is one of the primary reasons that CA has been awarded an AA rating by all major bond rating agencies.

Primary Focal Points:

Continue to focus on the financial markets and trends
Continue to monitor census information and trends, especially demographic related statistics
Continue to monitor investment strategies and development of an investment policy for CA
Continue to monitor housing needs and changes in housing types

Columbia Association’s economic model (slightly adjusted to reflect current income/expense numbers) shows that the gap between income and expenses could narrow. This planning element is intended to provide the catalyst for CA to make adjustments to ensure that we stay within CA’s financial capabilities and capacities.

Using income/expense trends over the past three years and extrapolating that data, staff projects that while the gap between income and expenses did narrow in the recent past; staff is making the necessary adjustments to stay within the parameters of Board goals and objectives. The following graph indicates that if revenue and income projections are correct, CA will average an annual net increase in assets of an estimated $3.395 million, or about $200,000 over CA Board policy requirements. (The CA Board of Directors has mandated that CA have a minimum net increase in asset value of $3.2 million at the end of each fiscal year).

The realities of the recent past from 2007 through 2011 are that CA has done very well in stewardship of income over expenses. Increases in unrestricted net assets have stayed very stable.

Over the past five fiscal years, CA has realized an average of $5.681 million in unrestricted net assets. While some of the increase is due to timing of capital project completion, the majority is due to recognition by CA team members who understand economic conditions and the need to continually improve on uses of operational and capital expenditure.

Maintenace Efficiencies

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Each year, staff is required to develop maintenance protocol to ensure that all CA owned facilities and lands are safe and that they meet user expectations. A major part of the budget is the 5-year Capital Improvements Program (CIP). The CIP provides the basis for reinvesting in CA owned buildings and for improvements to buildings and lands. The document also provides the necessary capital for the replacement of CA owned vehicles and rolling stock.

According to the latest audit, CA owns over $189 million in assets. Each year CA reinvests about $9.5 million back into buildings, land and equipment. This annual investment comprises about 5 percent of asset value per year.

The video in this post provides an explanation of the number of CA owned facilities and open space lands.

The CIP is divided into three funding categories:

Category 1 consists of the Board of Director’s significant priority projects. These include Symphony Woods Park development, improvements to the Lake Kittamaqundi shoreline and adjacent plaza area. The Board also feels that investments in dredging and watershed improvements are extremely important.
Category 2 projects are usually one-time, short-term improvements and the purchase of equipment. Last year, approximately $900,000 was spent improving the dam at Hobbit’s Glen Golf Club. The project was mandated by the State of Maryland, so CA had very little choice in where and how the money was spent.
Category 3 projects are improvements to all of the properties, buildings, and other fixed assets owned by CA. This category includes all of the Village Center buildings that are owned by CA, but are managed by the Villages. Whatever money is left from the $9.5 million total that has been designated for Category 1 and 2 projects is divided among the remaining facilities on a priority basis. Projects in the CIP are spread over a five year period to show the Board and CA annual charge payers where the money will be allocated and spent. All category 3 projects are evaluated by a staff team who review documentation, view the projects, and make recommendations to the CA president for final action.

Primary Focus Points:

Investigate other types of uses for little used CA properties that would cut maintenance costs or generate income.
Adopt a philosophy of being an energy company, i.e. look at ways to use alternative energy sources to reduce usage of fossil fuels with renewable energy sources.
Investigate and implement reduced usage of electronic data center information storage that will significantly reduce power usage.
Continue to closely monitor facilities and grounds to ensure that they are in sound condition and if repairs are needed, ensure that they are listed in the Capital Improvements Program.
Obtain user input through focus groups or surveys to determine if improvements or changes to uses are needed.Continue to improve buildings to achieve maximum energy efficiency and conservation.

Reduction of Energy Expenses/Green Investments

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Staff has been charged with developing an overall master plan to reduce the amount of the budget that is spent paying for utilities. That charge was given because it will help maintain/reduce budget expenditures, but more importantly, it’s the right thing to do. Energy burned to power maintenance vehicles, heat and cool buildings, to treat swimming pool water directly or indirectly means that CA could emit around 18 million pounds of carbon dioxide into the atmosphere.

CA will make every effort to reduce our carbon footprint without harming our financial standing while continuing to meet the expectations of our annual charge payers and customers.

Enhanced Marketing/Sales of CA Products/Services and Taking Advantage of New Business Opportunities

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As indicated previously, about 48% of income is derived from some form of sales or marketing of CA programs and facilities. Currently it’s estimated that about 42% of Columbia households own a package plan or facility membership. The primary question to answer is “are there more people or families out there who would buy memberships, or are the remaining households in Columbia simply not going to buy memberships?

CA is also studying demographic and lifestyle changes that could very well impact CA’s ability to provide programs, or more importantly, to meet all programming expectations. As such, CA will periodically review membership metrics and work with users of CA facilities to try to determine what programs are meaningful, and which might not be offered in the future due to changing wants and needs.

The video in this post provides a brief detail of potential demographic and lifestyle changes that could impact CA.

Primary Focus Points:

Monitor demographic data
Explore new market possibilities
Explore new membership packages
Complete on-line sign up for programs
Monitor marketing area and develop campaigns to show non-resident populations the benefits of joining CA

Capital Investment

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As mentioned previously, CA reinvests in facilities and other fixed assets at a 5 percent level of total asset value per year. This sustainability element will be coupled with the economic model and other demographic and lifestyle changes to act as a basis for future master planning.

Value Added to Property

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CA is very conscious of the fact that the level of maintenance of CA property and facilities has a direct connection to property values of adjacent homes and businesses. The budget provides the funding that will determine the level of maintenance of CA property and facilities.

In the future, due to the rising costs of maintenance and the commodities that run the maintenance equipment, CA will work with the Villages and property owners to determine the level of maintenance that CA can accomplish and the levels of satisfaction of the neighboring property owners.

The video in this post shows a possible improvement to some of the more remote open space area.

CA will also investigate the possibilities of other non-obtrusive uses of properties that are not in close proximity to residential or commercial areas. In more secluded areas, CA will investigate the feasibility of providing alternative energy areas. These alternative energy sources could include solar, wind generation, or geo-thermal possibilities. Any power that is generated and not used can be sold back to energy suppliers as a source of new revenue or as an energy source for adjacent properties.

CA will also contemplate utilizing more remote areas of its open space as natural areas, or for community gardens to provide food products for the less fortunate in our community.

Primary Focus Points:

Ensure that fitness centers and programs offered enhance well-being and that they add value to life.
Conduct practices that reduce environmental challenges and that promote a better quality of life.
Complement resident and business uses with land maintenance and uses that add value to properties
Utilize more remote open space to provide benefits to adjacent developments with such possibilities as renewable energy sources, community gardens or other uses that add value.

Branding Fuctions

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While CA has been in business for a long-time, there is a need to rebrand the company for newer residents or those people who might be looking for local activities that the company provides.

CA’s social media consultant provided a rather startling statistic: 50% of Howard County’s population turns over every decade. With this change comes a whole new group of people who are not familiar with what CA offers. Additionally, there are many changes to the age categories that move to Columbia and its environs.

CA will also work to ensure that our staff members understand the need for working in and around the community and that they understand how important it is to develop and rethink the organization.

Primary Focus Points:

Explore and expand recognition of CA in our market area
Expand awareness of CA throughout the organization
Tie Branding with marketing and sales efforts as well as organizational building
Brand all CA facilities so annual charge payers and users understand where the money they pay in goes.

Supply Chain Sustainability

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Over the course of the year, CA buys a significant amount of supplies and commodities to run its operations. CA will start reviewing its vendors and suppliers to ensure that they provide environmentally friendly products. If CA is going to talk the talk, it has to walk the walk. Completing work assignments with the environment in mind is a good step, but buying products that don’t meet the same environmental measures misses the point.

Primary Focus Points:

Develop logistics to determine the best overall prices for commodities that include savings of dollars as well as savings to the environment
Whenever possible, develop partnerships with other agencies and entities in Howard County to purchase products in bulk numbers.

The chart on page 37 indicates all of the elements that comprise the four platforms of sustainability. The budget will be based on making sure that all of those elements will be used to build a blueprint for the future and to show that CA is doing its part to enhance the environment and to help keep Columbia in the forefront of sustainable measures that improve our quality of life and add value to life and property.

Financial Impact of Budget

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The primary focus of the financial impact of the budget rests with the uniformly assessed annual charge. The annual charge constitutes approximately 53% of all income for CA. The remainder of income is a result of choices made by residents and non-residents to purchase programs or other offerings from CA.

Approximately 34% of the annual charge for fiscal year 2013 comes from business properties. The remaining 66% comes from residential uses including multi-family as well as single family dwelling units.

Using this formula, approximately $22.1 million of the annual charge comes from residential properties, with the remaining $11.39 million coming from assessed business properties.

Using an estimated 35,000 residential units as one of the elements of the equation, and using the latest Census Bureau median household income total for Columbia of $112,844, it is calculated that the owner of property with the median income calculated for Columbia uses about .56% of household income to pay CA’s annual assessment.

If you don’t like change, you will like irrelevance even less.
- General Eric Shinseki

Estimated Environmental Asset Gains Included in the Budget Planning Element

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Cost Reductions	$ Value	Estimated New Budget Costs	$ Value
Projected Energy Reduction Savings Reduce Opens Space Area maintenance by 10% Reduced Fuel Usage Reduced Paper Usage Possible Sale of Electricity back to the grid Total Cost Reductions	205,650 60,000 10,775 2,850 12,000 291,275	Energy Manager Art Grants Village Grants Neighborhood Clean Grants	100,000 75,000 20,000 5,000 200,000
Green Points
Gateway solar array will produce up to 119 megawatts of energy Save 7,000 cubic feet of natural gas Eliminate 60 tons of coal being burned to generate electricity Retrofitting CA owned buildings with alternative energy Watershed improvements will enhance natural areas Reduce the number of trees needed to make paper by 31 trees Reduce 1,583 pounds of CO2 by saving 31 trees Reduce CO2 emitted into the atmosphere by 37,500 pounds by planting 750 trees Reducing CA's overall carbon footprint Development of Master Energy Plan Enhanced environment and community uses of open space land of more natural land uses.

Sustainability Factors Chart

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Economic	Internal/External Societal	Environmental	Internal/External Relational
Stable Income Responsible Expenditures Long-Term Economic Modeling Maintenance Efficiencies Partnerships -Other non-profits -Public agencies -Private agencies Reduction of Energy Expenses Enhanced Marketing/Sales of CA Products/Services Capital Investment Value Added for Property Branding Functions "Green" Investments Tax Credits Supply Chain Sustainability Take Advantage of New Business Opportunities	Healthy & Wellness Initiatives -Do our programs make a difference -Value added Legislative Advocacy -Environmental -Transportation Enhancing Quality of Life Footprint Workforce Satisfaction -Performance incentives -Educational opportunities Social Interaction Facilitation Community Building Programs	Energy Master Plan Recycling--Internal/Educational Greening Alternative Energies Maintenance Efficiencies Reducing Carbon Footprint Energy Commitments Improved Transportation Fleet Master Energy Strategies Watershed Management & Conservation Community Partnerships Life Cycle Assessment Energy Company Logic Community Master Planning Master Energy Management	Customer Service Member Retention Customer Value Technological Leadership Two-way Communications -Idea Storms -Focus Groups -Resident Academies Organizational Training Management Systems Geographic Information Systems Branding Development & Release New Media Forms Community Interactivity